WORKFORCE Development & Attraction - STRATEGY 2021 - 2025 FIND YOUR CAREER IN BRUCE COUNTY - Economic ...
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FIND YOUR CAREER IN BRUCE COUNTY WORKFORCE Development & Attraction STRATEGY 2021 - 2025
Setting The continued success of Bruce County relies heavily on the collective
capacity to attract and retain a skilled workforce. A strong and committed
The Stage
workforce will support the growth of communities and build a foundation
for continued prosperity into the future. The County’s long-term economic
success depends on the strength of businesses in their efforts to attract,
retain, and build skills in order to stay open, expand, and hand over to the
next generation. It is with this spirit in mind, that Bruce County produced the
Workforce Development & Attraction Strategy titled “Find Your Career in
Bruce County”. This Strategy will guide collective efforts through 2025 and set
the stage for a solid future.
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 3
Facing The Future
Bruce County is facing several and advance an inclusive community willing and able
to take on the challenges of today and tomorrow.
workforce challenges, including
• a shrinking labour pool; The Strategy explores innovative ways of attracting,
retaining, and training employees, which will help
• a significant amount of outbound employers overcome labour force challenges.
youth migration; Grounded in the latest data and research, this
• a mismatch between skills needed Strategy describes the current climate, including
service area gaps; verified and further refined through
and those currently available; and
consultation with local industry stakeholders and
• a number of issues related to community organizations. The Strategy further
specific sectors. defines the short, medium, and long-term actions
needed to address these labour force realities.
Companies are struggling to grow their businesses
because they are unable to fill vacant positions, Advancing these actions over the next 5 years
hire the skills they need, or have difficulty locating will position the County, its businesses, and its
someone to take over their business. Primarily, these workforce to support the next generation
challenges are related to the shortage of workforce in and strengthen the Bruce economy.
Bruce County.
The Bruce County Workforce Development &
Attraction Strategy was created to grow and support
the local labour force, spur business growth,
4 FIND YOUR CAREER IN BRUCE COUNTY
INSIDE
Where We Are . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
The Workforce Landscape - Research . . . . . . . . . . . . . . . . 8
The 2020 COVID-19 Pandemic . . . . . . . . . . . . . . . . . . . . 15
Where We Are Going - STRATEGY DEVELOPMENT . . . . . 16
4-Pronged Approach . . . . . . . . . . . . . . . . . . . . . . .17
Gap Analysis: Defining Priority Areas . . . . . . . . . . . 18
Action Planning: Setting the Stage for Success . . . . . 19
How We Are Doing It - THE STRATEGY . . . . . . . . . . . . . 20
What Success Looks Like . . . . . . . . . . . . . . . . . . . . . . . . 28
Moving Ahead . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
The Macro Approach . . . . . . . . . . . . . . . . . . . . . . . . . . .31
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 5
Where We Are
Bruce County has one of the lowest unemployment The Region’s available
rates (unemployment rate is the proportion of the
labour force that is not currently employed but could
workforce decreased by 10.9%
be) and highest participation rates (participation from 2004 to 2016.
rate refers to the total number of people who are
employed or in search of a job) in Ontario, indicating succession plans for their own retirement. There
that there are very few people available to meet the is also a disconnect between the skills needed, as
growing labour needs of local businesses. expressed by employers, compared to the skills of
those seeking employment.
...approximately 22,045 people
Agriculture, energy, and the retail/tourism sectors
are nearing retirement in the are significant pillars in Bruce County’s economy and
next 5-10 years. play a strong role in communities. Each sector offers
substantial benefits to our economic state and they
There is significant out-migration of local youth and, all have unique challenges in building a workforce that
compounding the situation further, the largest age meets their specific needs. This Strategy will drive
cohort of workers are in the 60-64 age bracket, with initiatives in all three sectors and is also designed for
approximately 22,045 people nearing retirement collaboration with organizations that do not fall into
in the next 5-10 years. As workers grow closer to these specific sectors. Every part of our business
retirement, many business owners find themselves community is important and interconnected; support
struggling to hire adequate replacements or fulfill and growth across the board is essential.
6 FIND YOUR CAREER IN BRUCE COUNTY
The Region’s available workforce decreased by 10.9% from 2004 to 2016. WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 7
The Workforce
Landscape - Research
Researching and understanding the current situation determines where we need to go and what we need to do.
The following baseline research will continue to be tracked and measured against to ensure that our efforts are
making a difference.
The context for Bruce County’s labour force issues can be better understood by looking at the broader regional
landscape. We are not in this alone, our Region, Ontario, and Canada, are all experiencing workforce issues.
Regionally and locally, there are eight compounding workforce issues:
1. Rapidly Shrinking Labour Force 2. High Labour Force Participation Rates
The labour force of the Stratford-Bruce Peninsula Participation rates indicate the number of people
Economic Region is shrinking. employed or seeking employment.
• The total labour force for the Region in 2016 • In the “working age brackets” 25 to 44 age
was 152,800, a decrease of 18,700 people group, the participation rate was higher in the
from 2004. Stratford-Bruce Peninsula Economic Region
• The total number of people employed in the than in Ontario.
Region in 2016 was 145,500, a decrease of • It is also worth noting that the 65+ age
18,600 people from 2004. bracket participation rates are higher in the
Region than in Ontario.
Participation Rates by Age Cohort, 2019
Age (years) Stratford-Bruce Peninsula Ontario
15 + 64.6% 65.1%
15-24 70.2% 61.3%
25-44 89.0% 86.1%
45-54 86.7% 86.5%
55-64 65.6% 67.3%
65 + 18.3% 15.2%
*Source: Statistics Canada, Labour Force Survey, Custom Table
8 FIND YOUR CAREER IN BRUCE COUNTY
3. Aging Population 4. Low Unemployment Rate
The aging population across Bruce County Low unemployment rate implies that there are
contributes to a declining labour force. low numbers of available workers.
• The median age of County’s workforce is • The unemployment rate of the Stratford-Bruce
48.5 years compared to the Ontario median Peninsula Economic Region has been lower
age of 41.3 years. than that of Ontario for the past 10 years.
• The largest age cohort is in the 45-64 age group • The Region’s unemployment rate in early 2020
(29.5%) followed by 65 + (23.0%). was 4.1% while the provincial rate was 5.8%.
• The 45-64 age group will have a continual • Among all ages, the unemployment rate for
impact on future job vacancies as they shift youth aged 15-24 years is the highest at 9.5%.
towards retirement, 65+ in the next 10 years.
Unemployment Rates by Age Cohort, 2016
Age (years) Stratford-Bruce Peninsula Ontario
15 + 4.8% 6.5%
15-24 9.5% 14.0%
25-44 4.0% 5.7%
45-54 2.9% 4.9%
55-64 3.4% 5.3%
65 + 4.0% 3.3%
*Source: Statistics Canada, Labour Force Survey, Custom Table
Youth migration into Bruce County (505)
compared with the out¬migration (-900)
has given the county a net loss (-395).
+505
-900
visualize the in migration
WORKFORCE (505), out
DEVELOPMENT & migration
ATTRACTION(900) and the net
STRATEGY loss (-390). I’m not sure what will
2021-2025 9
work best… but something that will show the movement/loss/gain and point out the difference
(-390).
5. Youth Out–Migration Trends
Youth out-migration is a major challenge as those aged 15 to 24 leave to attend post-secondary institutions.
Out-migration of those aged 15 to 24 is consistently higher than in-migration.
Movers by Age Cohort, 2011 – 2016
Age (years) In-migration Out-migration Net gain/loss
15-24 505 900 (395)
25-44 2,470 1,895 575
45-54 705 455 250
55 + 935 555 380
TOTAL 4,615 3,805 810
*Source: Four County Labour Market Planning Board’s Local Labour Market Plan 2020
10 FIND YOUR CAREER IN BRUCE COUNTY6. Business Culture Shift
Employers are facing challenges in filling vacant positions. The EmployerOne Survey, conducted annually
by the Four County Labour Market Planning Board noted that Bruce employers are facing major challenges
related to an ongoing lack of enough applicants and lack of qualifications and difficulties with employees
meeting workplace expectations, specifically non-technical skills, defined as communication, critical
thinking, time management, and decision making. On the other hand, job seekers are struggling to find
meaningful long-term employment.
The Four County Labour Market Planning Board’s 2018 Employee Survey found that both employees and
job seekers indicated that the key characteristics of a positive workplace and management practices are:
Respect Trust Feeling
Empathy
Valued
Admiration for A firm belief in the Recognition that the The ability to
someone elicited reliability, truth, work of an employee understand and
by their abilities, ability, or strength. has helped the share the feelings
qualities, or organization and of another.
achievements. having sufficient
time and resources
to complete tasks.
Employers who understand work-life balance and show compassion to meet family obligations were the
attributes that employees or job seekers said were most important to them. These human connections
create loyalty between employees and employers and are critical factors when employees are considering
leaving a job.
Additionally, in 2014, Deloitte conducted “The millennial majority is transforming your culture” report
and survey responses noted that the #1-way organizations could change to improve retention was to have
“flexible working conditions and work/life integration.” Both studies indicate a culture shift in the workforce
and encourage a need to ensure that it is addressed.
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 1112 FIND YOUR CAREER IN BRUCE COUNTY
7. Mismatched Worker Skills to Available Work
The JobsinBruce website trends indicated that there is mismatch of workers skills to the jobs available.
From July 2019 to February 2020, THE TOP RECRUITING JOB POSITIONS were as follows:
• Retail Salespersons • Housekeepers and related • Registered Nurses
• Kitchen Helpers • Food Counter Attendants • Care Providers
• Cooks • Early Childhood Educators • Heavy Equipment
• Delivery Drivers • Cashiers Operators
• Personal Support Workers • Automotive Service • Courier Service Drivers
• Construction Managers Technicians • Transport Drivers
• Food and Beverage • Customer Service Reps • Labourers
Servers • Salespersons
Opposingly, JOB SEEKERS WERE LOOKING FOR the following positions:
• Retail Salespersons • Cashiers • Food and Beverage
• Home Support Workers • Cooks Servers
• Admin Assistants • Farm Workers • Food Counter Attendants
It is noted that there was successful matching between job postings and job seekers for the positions of
retail salespeople, home support workers, and food counter and kitchen help.
Additional observations found that out of the top 10 placing hard to fill jobs, eight were classed as a
National Occupational Classification (NOC) Skill Level B or C.
Skill Level A Skill Level B Skill Level C Skill Level D
professional jobs that technical jobs and intermediate jobs labour jobs that usually
require for a degree skilled trades that that require a high give on-the-job training.
from a university. require a college school and/or
diploma or training. job-specific training.
The job seekers had interest in Business and Administration, Finance, Trades, Transport/ Equipment
and Technical and particularly interested in management, professional and paraprofessional, and skilled
occupations. So, there is a mismatch between the job seekers skills and the jobs they are applying to as
available in the labour market.
...there is a mismatch between the job seekers skills
and the jobs available.
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 138. Sector-specific Challenges
The following sectors are struggling to find labour force:
• Healthcare: an aging society is creating a higher demand for healthcare workers.
Bruce County as a corporation has seen this firsthand, being unable to fill vacancies
for Personal Support Workers and nurses.
• Retail and Tourism: difficulty recruiting workers for restaurants, retail and hospitality
sector as evident from the JobsinBruce data.
• Agriculture: as per Canadian Agricultural Human Resources Council’s Labour Market
information report, in 2017, 16,500 jobs went unfulfilled leading to severe revenue losses.
Labour force requirements are expected to grow in the next 10 years and by 2029, this
sector needs more workers to reach production targets.
• Manufacturing: large decline in employment in Ontario from 2006 – 2016. This industry
expresses deep concern about the availability of workers as well as the skill level of existing
and future employees at all levels within their organizations.
14 FIND YOUR CAREER IN BRUCE COUNTYThe 2020 COVID-19 Pandemic The 2020 COVID-19 pandemic tremendously of 5.5% from January 2020 (4.1%). At the same time, impacted the world and here locally. Analysts the provincial unemployment rate increased to 12.2% speculated that the demand for quality & quantity – an increase of 7.2% from January 2020 (5.0%). of the available workforce would continue to change Effects of the pandemic where also felt by the future and that vulnerable sectors of the population workforce. According to Statistics Canada, 48% of would likely grow in its wake. In June 2020, the post-secondary students had experienced a loss of unemployment rate for the Stratford-Bruce employment or were temporarily laid off in 2020; Peninsula Economic Region was 9.6% – an increase 26% worked reduced hours. According to Statistics Canada, 48% of post-secondary students had experienced a loss of employment or were temporarily laid off in 2020. WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 15
Where We Are Going
STRATEGY DEVELOPMENT
There is a dire need to solve the ever-growing issue of labour shortage. A complete workforce strategy
encompasses assessing industry needs now and into the future, ongoing measures to combat the local skills gap,
attracting the right audience by delivering a strong message, and providing ongoing supports to grow welcoming
and diverse communities where people want to live and work. Hence, Bruce County is developing a multi-
faceted Strategy to help businesses overcome the challenges of current workforce realities.
STRATEGY
RESEARCH
DEVELOPMENT
There were three steps that were utilized to develop the Strategy and its supporting actions:
1
4-PRONGED APPROACH
A Framework to Focus
Action Development
2 GAP ANALYSIS
Defining 9 Priority Areas
3
ACTION PLANNING
Setting the Stage for Success:
29 Actions
16 FIND YOUR CAREER IN BRUCE COUNTY1. 4-PRONGED APPROACH: A Framework to Focus
Action Development
A 4-Pronged Approach involves various sectors such as local government, business, and education. It addresses
the workforce shortage along with the flexibility to pivot as the landscape changes. This approach was created to
understand the complete picture of the workforce landscape in Bruce County and sets the direction as to what
actions needs to be undertaken.
This 4-Pronged Approach includes the following:
1. Continuous Data Collection – assessing 3. Retention – ongoing supports to grow
and defining industry needs now and welcoming and diverse communities
into the future including labour needs where people want to live and includes
and hiring trends, identifying talent in the working with businesses to grow cultures
Region, future labour market needs, and where people want to work.
existing education and skills gaps.
4. Skills Building – ongoing measures to
2. Attraction – ongoing marketing tactics that combat the skills gaps experienced between
drive resident attraction to meet current industry and traditional education. Including
and future needs of business. This includes enhancing local skills by bridging skills gaps
a broad regional approach in addition to for short and long term labour needs, bridge
at the local municipal level and in concert education gaps to address sector-specific
with the existing business community. skills gaps, support succession planning,
and raise awareness among local employers
about pathways to employment projects.
What do we How do we attract
need to know? 1. CONTINUOUS 2. ATTRACTION new talent?
DATA COLLECTION
4. SKILLS
How do we BUILDING 3. RETENTION How do we
enhance keep new and
local skills? existing talent?
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 172. GAP ANALYSIS: Defining Priority Areas
It is important when developing a strategy to ensure that there is no duplication of efforts. Many initiatives and
organizations are tackling workforce challenges and therefore, reviewing those efforts is an important step when
developing coordinated actions. Undertaking a “who is doing what” analysis and identifying gaps is an important
step in framing recommended actions.
The outcome of this analysis was the establishment of 9 Priority Areas that will be addressed through the
action plan development:
Prong Priority Areas Gap Addressed By
FCLMPB: Four County Labour Market Planning Board; LIP: Grey Bruce Local Immigration Partnership; STB: Spruce the Bruce; ETB: Explore the Bruce
1. Continuous Data 1. Identify current employer labour needs Yes
Collection (primary data)
2. Identify local education and skills gaps Yes
Identify future local labour needs in general and Partial FCLMPB
based on economic sectors
Identify current employer labour needs and No JobsinBruce, FCLMPB,
hiring trends (secondary data) Stats Can
Identify talent currently in region No JobsinBruce, FCLMPB,
VPI Inc.
2. Attraction 3. Identification of attraction audiences Yes
based on research
4. Strong messaging to identified audiences Yes
with appropriate methods
3. Retention 5. Welcoming communities (respect for Yes
diversity, public services, access to housing
and transportation)
6. Employer culture (leadership skills, Yes
professional development, diversity
training, positive well-being)
Support newcomers to settle Partial YMCA Settlement
Services, LIP
Quality of life (vibrant downtowns, strong sense Partial Natural Legacy, STB, ETB
of place, recreational opportunities)
4. Skills Building 7. Bridge skills and education gaps for short Yes
and long-term labour needs
8. Support succession planning to prepare for Yes
baby boomer mass exodus
9. Address sector-specific skills gap Yes
Provide employers with information on pathways Partial Local Community
to employment and other government projects Organizations
18 FIND YOUR CAREER IN BRUCE COUNTY3. ACTION PLANNING: Setting the Stage for Success Developing a workforce strategy requires a clear set of actions that lead to the desired outcomes that we are collectively working together to achieve. To address the identified 9 Priority Areas, 29 actions were formulated with the intent that they are achievable and when tackled will have lasting impacts. By creating a set of strategic actions, we are setting the stage for future success. The Strategy and its actions provide a sense of direction, motivation, clear focus, and measured timelines and outcomes that everyone can evaluate against. WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 19
How We Are Doing It THE STRATEGY 20 FIND YOUR CAREER IN BRUCE COUNTY
1. Continuous Data Collection Actions
Data collection plays a key role to document and measure where we have been, where we are now, and charts
out trends as the actions of the Strategy unfold to determine their effectiveness. While Bruce County staff
connect with many local businesses through extensive outreach activities and business consultation services,
there is a need to access primary data from all local employers.
The Jobs in Bruce web platform provides extensive data on local employer and jobseeker needs; however, not all
employers in Bruce County know about or have a presence on the site – jobsinbruce.ca. Continuing to build the
required knowledge of local education and skills gaps is also an area to expand and is necessary to cultivate now
and into the future.
Actions Issue(s) Addressed Start Duration
ST=Short Term 6 months to 1 year ; MT = Medium Term 1-3 years; LT = Long Term 3-5 years
Date
Identify current employer labour needs (primary data)
1. Ongoing analysis of Jobs in Bruce data & other sources • Business Culture Jan Ongoing, LT
of credible information. Shift 2021
• Mismatched Worker
Skills to Available
Work
2. Connect with employers directly who have high job • Mismatched Worker Jan Ongoing, ST
demand and are struggling to find people. Skills to Available 2021
Work
3. Open call to employers to connect and provide their job • Rapidly Shrinking Apr Ongoing, ST
demand requirements: using a direct survey and work Labour Force 2021
with Four County Labour Marketing Planning Board to • Business Culture
collect primary data. Shift
4. Grey Bruce Local Immigration Partnership • Mismatched Worker Jan Ongoing, ST
(LIP) Activity: Skills to Available 2021
• Employer Engagement: participating in an Work
Employer Roundtable which will work to share • Rapidly Shrinking
challenges, ideas, and best practices around hiring Labour Force
newcomers, understanding newcomer needs, and
diversifying the workforce
Identify local education and skills gaps
5. Collaborate with recruitment companies and • Rapidly Shrinking Oct Ongoing, LT
local businesses. Labour Force 2020
6. Connect with the school boards and local educational • High Labour Force Oct Ongoing, LT
institutions and local employers. Participation Rates 2020
• Low Unemployment
Rate
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 212. Attraction Actions
Research has determined that immigrants and newcomers are a primary target audience along with millennials
looking for an explorer lifestyle. Many regions in the world have benefitted greatly from inbound migration
practices. Coordination across all sectors of government, community, and business will be essential to succeed.
Actions Issue(s) Start Duration
ST=Short Term 6 months to 1 year ; MT = Medium Term 1-3 years; LT = Long Term 3-5 years
Addressed Date
Identify attraction audiences based on research
7. Target Newcomers and Immigrants as potential • Rapidly Shrinking Apr Ongoing, MT
audience: Labour Force 2021
• Building awareness of Bruce County amongst • Aging Population
Newcomers and Immigrants • Migration Trends
• Conducting familiarization tours /connecting employers
and job seekers, in partnership with Newcomer Centre
of Peel
8. Broaden educational opportunities focusing on • Rapidly Shrinking Apr Ongoing, MT
Newcomers and Immigrants: Labour Force 2021
• Engage with local training facilities to explore accredited • High Labour Force
post-secondary course offerings to attract newcomers Participation Rates
and immigrants • Sector-Specific
• Engage with secondary colleges to highlight local Challenges
opportunities
9. Grey Bruce LIP Activity: • Rapidly Shrinking Apr Ongoing, MT
• Participate in Partner Family Tours to create first-hand Labour Force 2021
awareness of the region among partners and service • Aging Population
providers to bring awareness of potential opportunities
and display newcomer realities in the region
10. Target Millennials (personal attributes are • Rapidly Shrinking Jan Ongoing, LT
in line with the explorer lifestyle) as a potential Labour Force 2021
audience: • Migration Trends
• Expanding the current marketing efforts showcasing
Bruce County’s attractions, lifestyle, and business
assets helps to build a sense of pride for the area
11. Target Youth as a potential audience: • Rapidly Shrinking Jan Ongoing, LT
• Outreach to Ontario post-secondary institutes Labour Force 2021
for co-op opportunities with Bruce County’s • Migration Trends
local employers • Sector-Specific
Challenges
22 FIND YOUR CAREER IN BRUCE COUNTYActions Issue(s) Start Duration
Addressed Date
Strong messaging to identified audiences with appropriate methods
12. Showcase success stories of Newcomers and • Rapidly Shrinking Sept Ongoing, MT
Immigrants through videos and marketing outside Labour Force 2021
the County. • Migration Trends
13. Continue support through Business to Bruce program: • Aging Population Cont- Ongoing, LT
• Provide training, mentorship, guidance to • Mismatched Worker inuous
entrepreneurs educating them on ways to hire and Skills to Available
retain staff Work
14. Continued marketing through Explore the Bruce: • Migration Trends Conti- Ongoing, LT
• Message alignment, branding as a place to live and nuous
work, not just visit
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 233. Retention Actions Retaining the local workforce is more important than ever. Building an inclusive community, where people can come for work and stay for a lifetime is a priority. According to the “17 characteristics of a Welcoming Community”*, communities need to work on becoming more welcoming and inclusive, in addition to assets and opportunities people look for in a place they call “home”. Employers also play a critical role in retention and it is recognized that employers need support and/or training around how to foster business culture improvements including values like addressing leadership skills, creating advancement opportunities, offering diversity training, and supporting overall positive well-being. * Pathways to Prosperity: Canada. (2010) Characteristics of a Welcoming Community. 24 FIND YOUR CAREER IN BRUCE COUNTY
Actions Issue(s) Addressed Start Duration
ST=Short Term 6 months to 1 year ; MT = Medium Term 1-3 years; LT = Long Term 3-5 years
Date
Welcoming Communities
15. Work towards the 17 characteristics that describe • Rapidly Shrinking Apr MT
Welcoming Community into Community Labour Force 2021
Development & Improvement Plans while • Aging Population
collaborating with municipalities for continued
support of implementation.
16. Collaborate with Welcoming Communities Grey Bruce • Rapidly Shrinking Cont- Ongoing, LT
on projects and initiatives that promote inclusivity, Labour Force inuous
diversity, and anti-racism. • Migration Trends
17. Grey Bruce LIP Activity: Support the formulation of a • Rapidly Shrinking Jan LT
flexible Settlement Strategy and Action Plan to respond to Labour Force 2022
changing needs in the community as they arise.
18. Grey Bruce LIP Activity: Community dialogues • Rapidly Shrinking Jan LT
supporting the volunteers from Welcoming Labour Force 2022
Communities Grey Bruce & other partners that • Aging Population
support workshops to celebrate cultural diversity.
Employer Culture
19. Cultivating Employer Culture to include diversity and • Rapidly Shrinking Jan MT
inclusion (Newcomers and Immigrant focus): Labour Force 2022
• Launch Public Awareness Campaign: development • Aging Population
of collateral pieces for local business to attract • Low Unemployment
Newcomers and Immigrants Rate
• Recognize successful entrepreneurs including • Migration Trends
Newcomers and Immigrants at Bruce County’s
annual Bridges to Better Business event
• Diversity training and education
20. Cultivate Community Culture to include diversity and • Rapidly Shrinking Jan MT
inclusion (Newcomers and Immigrant focus): Labour Force 2022
• Promote Diversity & Inclusion: provide support • Low Unemployment
to local cultural groups and municipalities to host Rate
multicultural events and festivals to celebrate • Migration Trends
diversity and welcome Newcomers and Immigrants
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 254. Skills Building Actions
Having the right skills for the right job is essential in today’s world. Work aptitude, soft skills, technical skills,
and work ethics are just but a few of necessities that are required in today’s workplace. Working to bridge these
gaps requires involvement from all directions within our communities. Some aspects of skills building are easier
to bridge than others, but with concentrated efforts from all partners including government, education, and
private sector, level of workplace skills will continuously rise to meet the needs of a growing economy now
and into the future.
Actions Issue(s) Start Duration
ST=Short Term 6 months to 1 year ; MT = Medium Term 1-3 years; LT = Long Term 3-5 years
Addressed Date
Bridge skills and education gaps for short and long-term labour needs
21. Raising awareness of trades and skilled workforce in • Rapidly Shrinking Jan Ongoing, LT
local schools, expanding training opportunities locally, Labour Force 2021
and connect future labour market supply with regional • Aging Population
stakeholders.
• Low Unemployment
Rate
22. Outreach at community-based promotional events to • Rapidly Shrinking Jan Ongoing, LT
endorse the trades and skilled workforce. Labour Force 2021
23. Asset Mapping: assemble a complete inventory of • Mismatched Oct Ongoing, MT
community assets, opportunities, and resources to Worker Skills to 2020
enable effective utilization. Available Work
24. Create communication materials to promote and • Rapidly Shrinking Oct MT
distribute a consistent message about opportunities in Labour Force 2020
the trades and skilled workforce.
Support succession planning
25. Continue to work with entrepreneurs to support them • Aging Population Cont- Ongoing, LT
in succession planning largely as a result of retiring baby inuous
• Business Culture
boomers, through Business to Bruce program. Shift
Address sector-specific skills gap
26. Connect with Ontario Immigration to understand the • Rapidly Shrinking Apr MT
immigration rules around attracting skilled workforce. Labour Force 2021
• Migration Trends
• Mismatched
Worker Skills to
Available Work
26 FIND YOUR CAREER IN BRUCE COUNTYActions Issue(s) Start Duration
Addressed Date
27. Connect with Federal Immigration to understand the • Rapidly Shrinking Apr MT
Temporary Foreign Worker Program around attracting Labour Force 2021
needed workforce. • Migration Trends
• Mismatched
Worker Skills to
Available Work
28. Engage and promote the pathways of trades and • Low Unemployment Jan Ongoing, LT
skilled workforce opportunities to under-represented Rate 2021
population groups, including but not limited to • Migration Trends
Indigenous communities, visible minorities, immigrants,
women, and youth.
29. Partner with local community organizations such as • Mismatched Jan Ongoing, LT
FCLMPB and VPI Inc. on their training programs to help Worker Skills to 2021
potential workers/clients. Available Work
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 27What Success Looks Like
Each prong of the Strategy has key performance indicators (KPIs) to
help articulate what success looks like. Tracking these indicators is
vitally important to demonstrate the impact of the Strategy.
This will allow the actions to pivot if and where needed.
The first year will provide the basis to measure against
subsequent years.
• Continuous employer outreach 1. CONTINUOUS
and consultations DATA COLLECTION
• Open call employer survey results
• Digital data collected from
JobsinBruce website
• Survey data collected via
partner organizations
4. SKILLS
• Community outreach events BUILDING
• Partnership connections made with
community organizations
• Supporting initiatives for
under-represented populations
28 FIND YOUR CAREER IN BRUCE COUNTY• Connections facilitated between
job seekers and employers
• Connections facilitated between
education partners,
newcomers, and employers
2. ATTRACTION • Clients connected through the
Partner Family Tours (LIP)
• Students placed in co-op
opportunities with employers
3. RETENTION • Participants involved in
community dialogues (LIP)
• Inclusion and diversity
training sessions
• Cultural events supported
WORKFORCE DEVELOPMENT & ATTRACTION STRATEGY 2021-2025 29Moving Ahead The Workforce Development and Attraction Strategy overcome these challenges and allow for highlights short, medium, and long-term actions. The continued growth and prosperity of the region. priority in the short-term is to understand the current In addition to the coordination needed at the broader and future labour market needs. The medium-term regional level, it is important to acknowledge that the will help bridge the gaps between education and skills greatest impact on workforce development can occur and attract more people to the workforce. And finally, when there is coordination between the County, the long-term actions will support communities the local municipalities, and the local business and employers in retaining their current workforce community. Bruce County’s Macro Approach will alongside continuing to attract the desired workforce. support the coordination of collaborative efforts. Similar labour market challenges exist across the Province and the Country, so a concentrated effort by all levels of government and employers will help to 30 FIND YOUR CAREER IN BRUCE COUNTY
County
The Macro
Approach
Bruce County’s Macro Approach requires the
involvement of the County, municipalities, and local Municipal
entrepreneurs to be successful. This community
economic development model acknowledges
that there is latent leadership potential in our
Local
communities that need support and resources to Leaders
materialize. By harnessing this potential, we will see
meaningful and significant changes on the ground
in all of our communities. It is essential that we work
collectively to ensure the realization of the Workforce
Development & Attraction Strategy.
Local leaders/ employers will work closely with
Bruce County’s role will be to cast a wide net, the employees to accept them and provide training
position the region, create awareness at a broader and conducive work environment to retain them
level, facilitate outreach and filter opportunities. into the workforce.
The County will act in a leadership capacity by
administering the overall strategy. To be successful, it is essential for all the gears to
turn together in coordination to achieve the desired
The municipalities will be directly involved by outcome. Each participant has an equal and
ensuring that their communities are ready for the essential role to play.
workforce, selling their community assets,
and working towards making their communities
welcoming and inclusive.
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